SRMM: Stakeholder Relationship Management Maturity

SRMM®: Stakeholder Relationship Management Maturity

SRMM: Stakeholder Relationship Management Maturity Lynda Bourne DPM PMP Stakeholder Management Pty Ltd Australia Session ADV06 “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2008 Permission is granted to PMI for Congress attendee use only

SRMM • What is SRMM? • Why is it necessary? • How is it used? • Who can use it? • Who is using it?

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2008 Permission is granted to PMI for Congress attendee use only

© 2008 Practical PM Pty Ltd

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www.mosaicprojects.com.au


What is SRMM? • Stakeholder Relationship Management Maturity Model • Judging the ‘readiness’ of organisations to implement stakeholder engagement processes and practices • One size will not fit all organisations “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2008 Permission is granted to PMI for Congress attendee use only

Maturity Models • OPM3 – PMI’s organisational PM assessment

• CMMI – SEI’s assessment of software engineering etc

• Risk: Dr David Hilson



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OPM3 • Assists organisations measure maturity of PM process and practice against benchmark organisations • No stages • Data for developing improvement and measuring success against initial (and subsequent) assessments “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2008 Permission is granted to PMI for Congress attendee use only

CMMI • CMMI maturity is usually described in the form: – Initial (1) – Managed (2) – Defined (3) – Quantitatively managed (4) – Optimizing (5)

• Staged & continuous representation “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2008 Permission is granted to PMI for Congress attendee use only


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Risk Maturity • Risk Maturity Model was developed and documented as early as 1997 (Hillson 1997). This model describes four levels of maturity: – Naïve (ad hoc) – Novice (initial), – Normalised (repeatable) – Natural (managed)


About maturity models • Maturity models are designed to assist organisations improve through comparison against benchmark data • Main benefit: starting point for improvement programs – And measures of success of improvement



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About SRMM • SRMM is intended to provide a starting point for implementation of relationship improvement efforts • Through focus on starting point, implementation will be more effective


Project success

People are KEY Delivering Value

Managing Relationships St ak eh o

Managing Risk

ld e rs



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Organisational readiness SRMM Categories: • Standard processes • Central support • Organisation-wide practice • Beyond projects (programs, bids) • Typical ‘stakeholder communities’ • Risk handling & ‘health reviews’ “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2008 Permission is granted to PMI for Congress attendee use only

Organisational readiness SRMM Stages: 1. Ad hoc: some use of processes 2. Procedural: focus = processes, tools 3. Relational: focus = stakeholders and mutual benefits

4. Integrated: methodology repeatable, integrated

5. Predictive: health checks, other predictive assessments



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Organisational readiness SRMM Stages

Standard processes

Central support

Org-wide use

Beyond projects

Typical ‘stakeholder communities’

Risk handling & ‘health reviews’

1. Ad hoc: some use of processes

Some

No

No

No

No

No

2. Procedural: focus on processes and tools

Yes

Some

No

Some

No

No

3. Relational: focus on the stakeholders and mutual benefits

Yes

Yes

Some.

Some

Some

No


Yes

Yes

Yes

Some

Some

Some

5. Predictive: health checks and other predictive assessments

Yes

Yes

Yes

Yes

Yes

Yes



Standard processes

Central support

Org-wide use

Beyond projects




Some

No

No

No

No

No


Yes

Some

No

Some

No

No


Yes

Yes

Some.

Some

Some

No


Yes

Yes

Yes

Some

Some

Some


Yes

Yes

Yes

Yes

Yes

Yes



7




Standard processes

Central support

Org-wide use

Beyond projects




Some

No

No

No

No

No


Yes

Some

No

Some

No

No


Yes

Yes

Some.

Some

Some

No


Yes

Yes

Yes

Some

Some

Some


Yes

Yes

Yes

Yes

Yes

Yes



Standard processes

Central support

Org-wide use

Beyond projects




Some

No

No

No

No

No


Yes

Some

No

Some

No

No


Yes

Yes

Some.

Some

Some

No


Yes

Yes

Yes

Some

Some

Some


Yes

Yes

Yes

Yes

Yes

Yes



8




Standard processes

Central support

Org-wide use

Beyond projects




Some

No

No

No

No

No


Yes

Some

No

Some

No

No


Yes

Yes

Some.

Some

Some

No


Yes

Yes

Yes

Some

Some

Some


Yes

Yes

Yes

Yes

Yes

Yes



Standard processes

Central support

Org-wide use

Beyond projects




Some

No

No

No

No

No


Yes

Some

No

Some

No

No


Yes

Yes

Some.

Some

Some

No


Yes

Yes

Yes

Some

Some

Some


Yes

Yes

Yes

Yes

Yes

Yes



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How ready is your organisation?


A Methodology The Stakeholder Circle® Methodology “Are you managing the right stakeholders?”

Step 1: Identify

Step 2: Prioritise

Step 3: Visualise

Name

Team ratings of:

Role

Power

Results of Steps 1 &2

Direction of influence (U, D, O, S, I, E)

Proximity

Importance and ‘stake’

Urgency Index #

Categorised list Excel form Stakeholder Circle

Priority

Step 4: Engage

Engagement Profile Support Receptiveness Targeted Communication Plan Relationship Manager

Requirements: 'expectations’

Step 5: Monitor

‘Baseline’ communication plan Subsequent assessment Direction of influence (U, D, O, S, I, E) Reports



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Stakeholder Circle® • Step • Step • Step • Step • Step

1: 2: 3: 4: 5:

identify all stakeholders prioritise stakeholders visualise the community engage all stakeholders monitor the effectiveness of the communication


Circle of stakeholders

Work can be projects, business change, operations, bids, mergers, competitor analysis

How do I know who is a stakeholder?

Team Work

Even the structure of the team will change

Potential Stakeholder Community

Current Stakeholders

Stakeholders will change during the phases of the work “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2008 Permission is granted to PMI for Congress attendee use only


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SRMM Stage

Features

Methodology Steps

Reporting / Tools

Comments


One area recognises the need for improved SHM

Generally focuses on simplified selected steps. Sometimes just Steps 4 and 5

Self-developed tools - Word templates - Spreadsheet lists

Requires continuous and significant management ‘push’ to maintain impetus


SHM introduced as part of implementation of consistent processes (perhaps result of CMMI assessment)

Sometimes all five steps but truncated and simplified

Standardised tools - Word templates - Spreadsheets with macros - Simple database

Require continuous and significant management ‘push’ to maintain impetus


Recognition of usefulness for competitor analysis, or support for mergers/acquisition

All five steps implemented. Move towards valuing insights / information in decision making

Fully functional tools - Spreadsheets with macros - Sophisticated databases

Useful for specific applications or events; rarely with an intention of continuous application

4. Integrated: methodology is repeatable and integrated

‘Business as usual’ application using the full methodology for all projects and selected operational work

Steps 1 – 5 with Step 4: engage and Step 5: being vital for evidence of success

Graphic reports, visualisation, engagement profiles, etc, used in management reports and KPIs

The methodology and tool are used as a demonstration of repeatable application within that part of the organisation

5. Predictive: used for health checks, predictive risk assessment and management:

Implementation of the full methodology and supporting tools tool

Steps 1 - 5. ‘Lessons Learned’ & comparative data. Integrated data across programs, etc.

Trend reporting, pro-active risk identification (unusual profiles) Comparison between projects and different categories of work

Organisation –wide and complete focus on continuous improvement as competitive advantage


Tools for Level 1 • Step 4: engage Step 5: monitor

X X √

Stakeholder 2

√

Support

Support

Stakeholder 1

X X

X X X X

X X

X X X X

Receptiveness

Receptiveness

Relatively simple to implement: results in short timeframe

Shows attitude Identifies stakeholders requiring ‘heroic’ communication Measures effectiveness of communication



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SRMM Stage

Features

Methodology Steps

Reporting / Tools

Comments



























Tools for Level 2 Stakeholder Name _______________________________ ‘stake’

Support

Index

Level of Support

Direction 1

Kenneth Butcher Tony Mason Matthew Smith George Baker Martha Hunt Citizens The King LRI Implementation Mgr Board PRC

15

U

4

5 Current

15

U

4

12

U

3

10

D

5

10

D

2

10

S

3

8

O

I __ R __

Requires from the work: ________________________

O __ N __

Importance to the work: ________________________

I __ C__

Prioritise the Stakeholder

Baseline

2

Directions of Influence: U__D__O__S__ and I__E__

Current

Power Rate 1 - 4

Assessment

Baseline

Proximity Rate 1 - 4

Value Rate 1 - 5

Action Rate 1 - 5

Index # / Priority #

Current Baseline Current Baseline Current

Build Engagement Profile (see note)

Baseline Current

Use ‘X’ when assessing the current engagement profile of each stakeholder and ‘√’ to indicate the optimal engagement profile

Baseline Current Baseline

3

8

O

2

7

U

1

7

U

4

6

U

4

6

U

Support

CEO

1

3

Support

Prince Herbert

2

Support

Stakeholder

Current Baseline

Receptiveness

First assessment

Current Baseline

Receptiveness

Next assessment

Receptiveness

Next assessment

Influence on?______________ Influenced by?________________

Current Baseline

Communication Plan

Current

Message

Baseline

Messenger

Format (W/O F/I)

Frequency

Assessment date

Comments

Current Baseline

www.stakeholder-management.com

Relationship Manager: ‘owns’ the relationship ____________________________



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SRMM Stage

Features

Methodology Steps

Reporting / Tools

Comments



























Additional tools for Level 3 Report #1

Report #2 Next report shows improvement

This group requires immediate attention

1 4 6 7

L

11

8

3

9 10

H

2 5

12

Support (scale 1 – 5)

Priority / Index

Priority / Index

H

1 4 5 7

L

6 8

2

3

9

10 11

12

Support (scale 1 – 5) “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2008 Permission is granted to PMI for Congress attendee use only


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SRMM Stage

Features

Methodology Steps

Reporting / Tools

Comments



























Additional tools for Level 4



15



SRMM Stage

Features

Methodology Steps

Reporting / Tools

Comments



























Tools for Level 5



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Why is SRMM necessary? • For effective implementation of relationship management process and practice in organisations • Tailor the level of sophistication to the readiness of the organisation – Too ambitious for some organisations – Too simplistic for others

• Judge the appropriate level “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2008 Permission is granted to PMI for Congress attendee use only

How is SRMM used? • Development of a concept of different levels of readiness • Based on data from real organisations • Define an organisation’s current level • Implement the appropriate set of process and practice “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2008 Permission is granted to PMI for Congress attendee use only


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Who can use SRMM? • SRMM is about characteristics of organisations • Once ‘readiness’ is defined any relationship activity can be introduced at the appropriate level • Competitor analysis, mergers & acquisitions, RFPs, PMOs


Benchmarks: Level 1 • Major European transport company – Division of a global transport company

• Competitive market – Opportunities for expansion hard fought

• Some individuals successful building relationships • Management determined a ‘mind-set’ change (through training) “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2008 Permission is granted to PMI for Congress attendee use only


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Benchmarks: Level 2 • Australian State Govt. Department #1 – CMMI assessment – Stakeholder and communication management

• High profile project – Over two days, developed comm plan for over 100 stakeholders; never updated this original data

• Left solely to the project team “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2008 Permission is granted to PMI for Congress attendee use only

Benchmarks: Level 3 • No data available



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Benchmarks: Level 4 • Australian State Govt. Department #2 • Regional strategy – Multiple stakeholders – Conflicting expectations and agendas

• Relationship Management strategy developed to support consultation at all levels • Creative approach to use of data “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2008 Permission is granted to PMI for Congress attendee use only

Benchmarks: Level 5 • Australian Federal Govt. Department • Continuous check of the ‘health’ of large complex projects • Political issues and interference from government officials • Developing benchmark report – Tracking and analyzing variations in stakeholder community “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2008 Permission is granted to PMI for Congress attendee use only


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Conclusion • Implementing a stakeholder engagement practice is a major organisational change – sustained management support – recognition of its long-term nature

• A staged approach will increase the chance of success and achieving its investment in its people and processes “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2008 Permission is granted to PMI for Congress attendee use only

Conclusion • There is still much work to be done in gathering evidence of the success of such an approach • This work will be in the form of research undertaken by the author and colleagues • Contributions of practitioners



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Next Steps • A book – SRMM: Stakeholder Relationship Management Maturity • Publication 2009 • Continuous input from research • Contributions through conference delegates and other colleagues • Participation welcome!


Contact Information Dr Lynda Bourne, Stakeholder Management, Australia

+613 9686 1424 [email protected]

Session ADV06 “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2008 Permission is granted to PMI for Congress attendee use only


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SRMM: Stakeholder Relationship Management Maturity

SRMM: Stakeholder Relationship Management Maturity

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